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Defence Information and

Communications Technology
Strategy 2009

Commonwealth of Australia 2009


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Defence Information and Communication Technology Strategy 2009

Foreword
by Senator the Hon. John Faulkner
Minister for Defence

Defences strategic objectives and the information and communications


capabilities needed to achieve them are inextricably linked.
The size and complexity of the Australian Defence Organisation presents
a number of governance issues for strategic planners.
Defence is one of the largest telecommunication providers in the country. Information and communications
technology (ICT) related planning in Defence has to allow for the communication needs of military personnel
in the field, the secure transfer of information between the Australian Government and its allies and the
architectural challenges faced when connecting people, planes, ships and land vehicles to a single information
environment - all in addition to the standard ICT requirements of over ninety thousand corporate users.
Defence ICT planning has to meet an extremely diverse list of needs. This strategy has been written with
those challenges in mind.
There will be a whole-of-portfolio approach to considering ICT investments and planning, increasing efficiency
and streamlining processes. The areas, agencies and branches directly affected by new ICT projects will
play a direct role in determining project priorities and timing. Put simply, investment decisions will reflect
departmental priorities, and end users will help shape the specifics of what they get, and when they get it.
Cultural change and workforce planning initiatives will make the most of our ICT workforce, and the
new Integrated Defence Architecture will guide future investment decisions and the strategic planning of
information technology and systems.
This ICT strategy also places the remediation and reform of ICT capability provision within the broader
context of the 2009 Defence White Paper and Defences Strategic Reform Program (SRP).
In the years ahead, our information and communications capabilities will be more important than ever
before in making sure our men and women in uniform, and the many thousands of people who support
them, have all the tools they need to carry out the tasks the community needs and expects from them.
This document sets out the steps we are taking to make sure our ICT is up to the challenge.

Senator the Hon. John Faulkner

www.defence.gov.au/cio

Defence Information and Communication Technology Strategy 2009

Contents
Foreword
Executive Summary
Objectives
Introduction
Governance and the Role of the CIO
Savings
Success
Strategic Interests and Defence Priorities
Information and Communications Technologies to 2030
ICT Impact on Operations
Interoperability Trends
Commercial and Regulatory Trends
Strategic Imperative One: Optimise Value of Defence ICT Investment
Improve ICT Cost Transparency and Stakeholder Communication
Prioritise for Effective ICT Spend
Optimise Project and Operations Efficiency
Harmonise with Whole-of-government Initiatives
Key Benefits
Strategic Imperative Two: Closer Stakeholder Engagement and Alignment
Improve Alignment Between Stakeholder Needs and ICT Capabilities
Portfolio Management Office
Aligning ICT Organisation with Stakeholders
Organisational Model Explained
Become Easier to Work With
Design Solutions Collaboratively with Stakeholders
Implement Defence-wide ICT Governance
Key Benefits
Strategic Imperative Three: Provide Agreed, Priority Solutions
Stabilise and Secure ICT
Consolidate, Standardise and Optimise ICT
Addressing New ICT Requirements
Leverage Emerging Technologies to Address New Business Needs
Create and Adopt an Enterprise Architecture
Enterprise Solutions
Key Benefits

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www.defence.gov.au/cio

Strategic Imperative Four: Strengthen ICT Capability


Energise the Culture
Strengthen ICT Leadership
Improve Processes and Tools
Moving to a Shared-Services Model
Professionalise the Workforce
Workforce Planning
Leverage Vendors and Sourcing
Effective Resource Planning and Management
Key Benefits
Outcomes and Benefits of this Strategy
Greater ICT Scalability, Flexibility and Adaptability
Improved Information Speed and Accuracy
Continued Technological Capability Edge
Enhanced Interoperability
Improved Business Support
Implementing our ICT Strategy
ICT Reform Program
ICT Work Plan
Implementing Strategic Imperative One: Optimise Defence ICT Investment
Initiative: Consolidate Data Centres
Initiative: Reduce Time to Market ICT Two Pass Process
Initiative: Implement a Single Secure Desktop
Initiative: Develop Defences Enterprise Architecting Capabilities
Initiative: Implementing a Services Oriented Architecture
Initiative: DIE Simulation and Modelling
Initiative: Centralised Services - Deliver Distributed Computing
Implementing Strategic Imperative Two: Closer Stakeholder Engagement & Alignment
Initiative: New Stakeholder Engagement Model
Initiative: Improved Sharing and Access to Services with Key Allies
Initiative: Specialist Business Solutions Design Capability
Implementing Strategic Imperative Three: Provide Agreed, Priority Solutions
Initiative: Information Management
Initiative: Deliver Unified Communications
Initiative: High Speed Strategic Communications Network (JP 2047)
Initiative: Analysis of Disruptive Technology
Implementing Strategic Imperative Four: Strengthen ICT Capability
Initiative: Sourcing Strategy
Initiative: Investing in People
Initiative: IT Service Management
Initiative: ICT Reform Portfolio Management
Initiative: CIO as Coordinating Capability Manager
Initiative: Infrastructure Remediation
Enabling Defence Business Reform
Glossary, Abbreviations and Acronyms

Defence Information and Communication Technology Strategy 2009

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Executive Summary
In the current environment, Defences information and communications technology (ICT) systems are being
challenged more than ever. Australias Defence personnel expect to see capability improvements resulting
from integrated and network-enabled platforms, administrators expect ICT enhancements to provide
business process efficiencies and the ICT threat environment is becoming more hostile.
The ICT strategy has been developed to address shortcomings in governance, planning and control
frameworks for ICT. Defence is also establishing clear lines of accountability and transparent management
responsibilities at the most senior levels, as well as investing in critically under-funded capabilities to
improve its ICT infrastructure.

Objectives
After wide-spread engagement and consultation across Defence five clear objectives regarding Defences
future ICT environment were identified. These are:
------

greater ICT scalability, flexibility and adaptability


improved information speed and accuracy
continued technological capability edge
enhanced interoperability
improved business support

Achieving those objectives will require strategic reforms, as outlined in the Defence Strategic Reform
Program, as well as reform of ICT processes, systems and workforce arrangements. These reforms will
enhance Defences ability to develop ICT capabilities by allowing stakeholders to prioritise their ICT funding,
and will optimise the structure of Defences ICT workforce to deliver reliable, high-quality solutions.
To achieve these objectives this strategy is based on four strategic imperatives:
1. Optimise the value of Defences ICT investment through cost transparency, improved
stakeholder communication, prioritisation of spend and efficiency in ICT activities.
2. Drive closer alignment with stakeholders through a stakeholder-centric organisation model,
improving engagement and driving towards a collaborative approach to developing ICT capabilities.
3. Provide agreed, priority solutions through the establishment of a Defence-wide ICT Operating
Model and Enterprise Architecture promoting standardisation and consolidation.
4. Strengthen ICT capabilities through improvements to culture, leadership, processes, skills,
sourcing and resource planning.

www.defence.gov.au/cio

Figure One: Defence ICT Strategy


Mission: Lead the integrated design, cost effective delivery and sustained operation of the Defence Information Environment.
Intelligence & Security Services

Military Capability

Corporate

Interoperability

2
Imperatives

Closer
Stakeholder
Engagement
& Alignment

Provide
Agreed,
Priority
Solutions

Strengthen
ICT Capability

Optimise
Value of
Defence ICT
Investment

a. Improve
ICT cost
transparency
& stakeholder
communication
b. Prioritise for
effective ICT
spend
c. Optimise
project &
operations
efficiency
d. Harmonise
with Whole-ofgovernment
initiatives

a. Improve
alignment between
stakeholder needs
and ICT capabilities

b. Aligning ICT
organisation
with
stakeholders

c. Become
easier to work
with

d. Design
solutions
collaboratively
with
stakeholders

c. Addressing
new ICT
requirements

d. Leverage
emerging
technologies to
address new
business needs

e. Implement Defence-wide ICT governance

a. Stabilise &
secure ICT

b. Consolidate,
standardise &
optimise ICT

e. Create & adopt an enterprise architecture for ICT in Defence

a. Energise
the culture

b. Strengthen
ICT
leadership

c. Improve
processes &
tools

f. Effective resource planning & management

Defence Information and Communication Technology Strategy 2009

d. Professionalise the
workforce

e. Leverage
vendors &
sourcing

Introduction
Over recent years there have been a number of reviews relevant to the operation of ICT services within Defence.
In 2006 the government announced a review of the organisational efficiency and effectiveness of Defence,
including its information management processes and systems. The resulting report was issued in 2007 as the
Defence Management Review (DMR). Several recommendations were made in relation to ICT, including the
proposal that Defence develop an enterprise-wide ICT strategy. In its response Defence agreed, recognising
the need to link ICT investment decisions to business priorities with robust, transparent processes.
While developing this strategy Defence also commenced work on a new White Paper and elements of this
ICT Strategy were incorporated into the White Papers ICT Companion Review.
At the whole-of-government level, the Department of Finance and Deregulation commissioned Sir Peter
Gershon to undertake an independent review of governments use of ICT. Although Defence was not
officially a subject of the Gershon Review, the Secretary of Defence maintained contact with Sir Peter
Gershon throughout the strategy development process.

Governance and the Role of the CIO


The key elements of the Defence ICT Strategy are described in the body of this document, particularly
in the strategic imperatives. It is useful however, to begin with an explanation of the role of the Chief
Information Officer (CIO) in the provision, sustainment and governance of Defence ICT.
In 2008 the Secretary and Chief of Defence Force (CDF) established the Defence ICT Committee (DICTC)
to provide a strategic focus on investment in Defence ICT Capability; and in 2009 the DICTC confirmed the
appointment of the CIO as the Coordinating Capability Manager of the Defence Information Environment
(DIE). In announcing the appointment, the DICTC confirmed the CIOs responsibility for ongoing development
of the DIE, controlling sustainment costs, and enabling Defence to take advantage of emerging technologies.
Furthermore the DICTC confirmed that the Defence CIO is now responsible and accountable to the
Secretary and CDF for:
-------

The development of Defence ICT policy, concepts and doctrine


Advising all Defence Committees on ICT issues
Developing a single Defence ICT architecture, including standards and product lists
Establishing priorities and engagement strategies for ICT interoperability with other Australian
Government agencies, allies and coalition partners
Coordination of ICT related fundamental input to capability issues
Establishing the governance mechanisms necessary to allow the execution of these responsibilities
and accountabilities

www.defence.gov.au/cio

To support the CIO in this role, the DICTC will continue to consider, review and prioritise all ICT initiatives
and expenditure across Defence.
All ICT funding decisions will be made within the context of a single Defence-wide ICT portfolio, reflected
by a unified Defence ICT Work Plan and implemented by the Defence-wide ICT workforce. This will in turn
enable decisions and trade-offs to determine which ICT projects Defence can afford and allow the Chief
Information Officer to execute his role as the Coordinating Capability Manager for Defence ICT.
New governance arrangements will align ICT investments across Defence with the priorities set by the
Secretary and Chief of the Defence Force. New procurement and approval processes for ICT investments
will shorten time to market while maintaining high levels of project assurance.
...governance arrangements will confirm that all ICT
investments across Defence are aligned with the priorities set
by the Secretary and Chief of the Defence Force
The implementation of a single portfolio of ICT investment in Defence will increase the visibility of Defences
ICT expenditure and improve the effectiveness of Defence ICT systems and processes.

Savings
Remediation and reform in the form of a consolidated, standardised Defence Information Environment (DIE)
will deliver savings and performance improvements. By 2012 the ICT reform program will build an improved
DIE to support Defence war fighting and business reform objectives through to 2030.
...deliver savings and performance improvements through a
consolidated, standardised Defence ICT environment
This reform will require an investment of around $940 million over the next four years but is expected to
deliver savings of $1.9 billion over the decade and around $250 million per annum thereafter.

Success
Successful implementation of the Defence ICT Strategy will lead to several key outcomes.
The DIE will be one network connecting fixed and deployed locations built on a single set of standards and
products. It will encompass all security levels and will determine that the right person has the right authority
to access information.
A typical desktop set up available to all Defence sites will be a single screen connected to a network that
can display multiple security sessions. Secure voice and video will be available to the desktop in most fixed
and deployed locations. Wireless networks will also be considered in appropriate locations.

Defence Information and Communication Technology Strategy 2009

Deployed commanders and decision makers will have a single view of the battle space through a Common
Operating Picture accessing a wide range of data from sensors and sources.
Finance, payroll and personnel information will be easily accessed, manipulated and aggregated
by authorised Defence staff. New capabilities such as the automation of procurement, personnel
and pay administration, vetting, recruitment, estate management and performance reporting will be
progressively introduced.

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Defence Information and Communication Technology Strategy 2009

Strategic Interests and Defence Priorities


The 2009 Defence White Paper has affirmed the governments commitment to the Defence of Australia,
the protection of our sovereign interests and the security and stability of our region. The document also
articulates the strategic priorities for all areas of Defence and lays out the governments future plans for the
development of Force 2030.
Australias most basic strategic interest remains the Defence
of Australia against direct armed attack... founded on the
principle of self-reliance in the direct Defence of Australia
As one of the key force attributes that guide the development of Force 2030, the 2009 Defence White
Paper identifies networked capability as helping our people to work more effectively together, providing
common battle space awareness and, most crucially, helping to ensure information superiority over an
adversary. This will allow our people to make critical decisions on the battlefield faster and with better
knowledge than the adversary.
...the principal task for the ADF is to deter and defeat armed
attacks on Australia by conducting independent military
operations
Defence will build a networked ADF. Modern technology will be used to link sensors, weapons systems,
commanders and their personnel in a networked environment. The networked force is to be built by
progressively delivering networked capability within the maritime, land, aerospace and intelligence,
surveillance and reconnaissance (ISR) domains. This approach to building a networked Australian Defence
Force (ADF) will be dependent on the establishment of a secure high-capacity information network that
allows personnel located in different areas to collaborate in real-time and to precisely synchronise their
operational actions.
The 2009 Defence White Paper gives priority to enhancing
key areas of joint ADF capability
Another crucial characteristic of our future ADF identified in the 2009 Defence White Paper is the adoption
of a joint approach that binds single-Service capabilities and systems into an operationally seamless
whole. Joint operations involving the three Services, other Defence agencies and, in some cases, other
government agencies are to be the standard mode of operating for the ADF.
Australia must have the capacity to employ military power in collaboration with our allies and coalition
partners, and must be willing to lead military coalitions when necessary to secure relevant shared strategic
interests. In other cases Australia must contribute to military coalitions when it is in Australias clear interest

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to do so. To that end it is important for the ADF to develop and maintain a network of Defence partnerships
as an important foundation for being able to work together when required. This will require increased
interoperability between the ADF and selected allies and coalition partners, such as the United States, New
Zealand and our partners in the Five Power Defence Arrangements, which includes the United Kingdom,
Singapore and Malaysia.
As Defence reforms its ICT capability provision it will first need to remedy the fragility and other shortcomings of
the current ICT environment. There is an urgent need to address long-term underinvestment in ICT infrastructure
that has resulted in a significant proportion of Defence assets being beyond their effective life. Secondly,
Defence needs to reform the way we use ICT to conduct our core and non-core business. Defence needs to
continuously re-examine the manner in which ICT can assist our people and enhance processes and tools.
Thirdly, ICT reform is integral to the delivery of administrative savings across Defence. Better ICT
management will result in savings to the portfolio as we standardise, rationalise, consolidate and re-use.
Finally, business reform across Defence depends upon the effective implementation of ICT reform.
Optimising Defences ICT environment will be essential to delivering Force 2030. This includes our systems
and processes, architecture and the skills of our workforce. Fixing problems and introducing new ICT
capabilities that are aligned to Defence priorities will be the focus. At the release of the 2009 Defence White
Paper, the government announced that it would invest more than $940 million over the next four years to
reform and remediate the DIE and its supporting infrastructure. Two thirds of that will be used to address
long-term underinvestment in Defence ICT by reforming access to, and management of, Defence information.
The remainder will be spent on replacing obsolete hardware and improving information security.
The reform program will deliver business efficiencies and lower long-term costs. These initiatives are
consistent with the recommendations in the Gershon Review into the Australian Governments use of ICT
and the outcomes sought from that review.
The reform program will deliver business efficiencies and
lower long-term costs.

Information and Communications Technologies to 2030


Cognisant of the rapidly changing ICT environment and its on-going impact on Defence, a number of
reviews drawing upon broad Defence representation sought to identify the scope of ICT issues to be
addressed to 2030. The findings of these reviews helped to shape this ICT strategy.
Defence ICT capability needs to provide global communications and systems to support decision-makers
at the tactical, operational and strategic level. Defence ICT capability is required to support headquarters
staff, operational assets, intelligence surveillance and reconnaissance, targeting and navigation needs,
logistics, medical and personnel systems.

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Defence Information and Communication Technology Strategy 2009

Defence ICT capability needs to provide global


communications and systems that support decision-makers
at the tactical, operational and strategic level.

ICT Impact on Operations


The ongoing development of new ICT capabilities is creating both opportunities and challenges for the
Australian Defence Force. On the one hand, improvements to Defence ICT will enable enhanced ADF
decision-making and operational effectiveness. On the other hand, the use of emerging and relatively
inexpensive ICT capabilities will also be available to adversaries. The ADF must continue to develop, deploy
and exploit advanced ICT to operate successfully in this future battle space.
Control of the future battle space will be dependent upon
the capability of Australia to develop, deploy and exploit
advanced information and communications technologies.
Defence will leverage ICT capabilities to plan for and implement the full spectrum of tasks assigned to it
by government, connecting whole-of-nation capabilities in an environment of increased uncertainty and
reduced warning times.
This will require a holistic approach to ICT capability, integrating both war fighting and business functions
so that technology enables the information access and functionality needed to accomplish the mission. To
support this, Defence will create a single information environment with an efficient standard for ICT support
to all functions. By developing a single information environment Defence will be able to better meet the
demands of the strategic user as well as deployed and mobile users.
Through... a single information environment Defence will be
able to support the strategic user as well as the deployed
and mobile user.
Improved information management and sharing will enhance joint, multi-agency and coalition
interoperability. This will reduce the disadvantages caused by regional factors and mitigate the risks
associated with asymmetric threats.
The ability to lead and act decisively in Australias primary area of strategic interest will involve developing
robust ICT capability through investment in critical infrastructure such as satellite communications, and
sufficient spectrum and network bandwidth to meet demand.
...to lead and act decisively in Australias primary area of
strategic interest will involve developing robust sovereign ICT
capability.

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ICT solutions need to comply with the technical standards of the weapon systems they may integrate
with. Defence will develop a system for design-approval and consideration of the implications for battle
worthiness. Defence will also need to revise its battle space architecture. Acquisition strategies should
include consideration of Fundamental Inputs to Capability, and sustainment and recognition of lifecycle
management requirements.
More agile procurement and adaptation cycles are required to prevent obsolescence and to maintain
interoperability. Governance arrangements and Defence business processes will need to be subject to
on-going review. Business processes must accommodate evolving military and commercial technology.
Inefficient processes cannot be allowed to impact upon the delivery of new capabilities. ICT procurement
risks and the Defence Capability Plan will be better balanced against the risk of obsolescence to maintain
Defences technological competitiveness in Australias region.
More agile procurement and adaptation cycles are essential to
prevent obsolescence and maintain interoperability.

Interoperability Trends
The ability to operate with other agencies both domestically and internationally is a key Defence capability
enabler. Whether Defence is acting cooperatively with another Australian Government agency or operating
as part of an international coalition, the ability to exchange data quickly and confidently is essential.
Defence will develop a coordinated and robust exchange architecture to underpin these interactions.

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Defence Information and Communication Technology Strategy 2009

The ability to interoperate with other agencies, both


domestically and internationally; is a key Defence capability
enabler.
Defence requires mandated architecture policies and an effective governance framework to enable
interoperability. The Defence enterprise architecture must accommodate both government and Defence
interoperability priorities in support of Defences requirements to interact domestically and internationally.

Commercial and Regulatory Trends


Defence ICT investment needs to deliver measurable value to Defence operations and business. Defence
will continuously develop its ability to measure, benchmark and explain the business value delivered
through investment in ICT.
Defence ICT investment will need to demonstrate the delivery
of measurable value to Defence business and operations.
Defence will consider the implications of globalised information service providers beyond prime contracts.
Defence has evolved over the past decades to become dependent upon a wide range of commercial
services for its core business. These strategic service providers are transitioning into a globalised market
driven by global economic forces and Defence needs to manage potential third party relationships. Defence
will increasingly need to manage the risk and cost aspects of its commercial relationships and contracts.

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Defence Information and Communication Technology Strategy 2009

Strategic Imperative One:


Optimise Value of Defence ICT
Investment
This first strategic imperative will maximise Defences return on ICT investment by ensuring effort and
expenditure is aligned to Defences business needs.
Strategic Imperative One can be broken down into four strategic elements:
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Improve ICT cost transparency and stakeholder communication


Prioritise for effective ICT spend
Optimise project operations and efficiency
Harmonise with whole-of-government initiatives

Successful delivery of those elements will enable Defence to clearly identify ICT accountabilities and
responsibilities, improve cost transparency and stakeholder communication, establish governance
mechanisms for resource allocation and improve the efficiency of ICT services and support.

Improve ICT Cost Transparency and Stakeholder Communication


Defence will adopt a portfolio management approach to its ICT investment, dividing business needs into
Intelligence, Military, Corporate and Infrastructure categories.
Defence will adopt a portfolio management approach to its
ICT investment
An enterprise-wide Defence ICT Work Plan (The Work Plan) will align all ICT expenditure with the priorities
set by government, the Secretary and the Chief of the Defence Force.
The Secretary and Chief of the Defence Force have appointed the Chief Information Officer (CIO) as the
Coordinating Capability Manager for the whole of the Defence Information Environment (DIE). CIO will
support the newly established Defence ICT Committee (DICTC), chaired by the Secretary and Chief of the
Defence Force, and comprised of senior Defence leaders.
This high-level committee has overall responsibility for ensuring that the Defence portfolios ICT expenditure
is aligned to Defence priorities. It will aim to enhance the development of the Defence information
environment, to control sustainment costs and to take advantage of emerging ICT technologies.

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Figure Two below shows the structure of the Sub-Portfolio Committees, with definitions captured in Table
One. Based on the current strategic needs of Defence, investment will be prioritised through the DICTC.
It is expected that the definitions will undergo further refinement with stakeholders. This will be aligned to
the Defence SRP, Defence Planning, and Defence Business Model.
Figure Two: Defence ICT Sub-Portfolio Committees

Infrastructure ICT Portfolio


Infrastructure that affect all of Defence
Intelligence ICT Portfolio
ICT capabilities that support
intelligence outcomes

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Military ICT Portfolio


ICT capabilities that support
Joint War Fighter and operations
outcomes

Defence Information and Communication Technology Strategy 2009

Defence Corporate ICT Portfolio


ICT capabilities that support
Defence business - DSTO, DMO,
Finance & HR systems

Table One: Definition of the Four ICT Sub-Portfolios


Sub-Portfolio

Definition

Intelligence

-- All ICT activities that wholly support functionality of an Intelligence


line of business or business process, excluding DRN and DSN ICT
infrastructure and common services
-- Manages the entire ICT requirements for the Intelligence Sub-Portfolio

Military

-- All activities supporting Military ICT/Communication Information


Systems (CIS) capabilities, excluding platform/weapon/sensor internal
embedded systems
-- ICT/CIS that directly supports the functionality of a Military line of
business or business process, excluding ICT/CIS infrastructure,
common ICT services and includes Logistics Services
-- Manages the entire ICT requirements for the Military Sub-Portfolio

Corporate

-- All ICT activities that wholly support the functionality of a Corporate line
of business or business process
-- Manages the entire ICT requirements for the Corporate Sub-Portfolio

Infrastructure

-- All ICT infrastructure that supports delivery of the functional services,


such as applications or business processes
-- Manages the entire ICT requirements for the Infrastructure Sub-Portfolio
-- This Sub-Portfolio provides universally applicable (common) services that
span Sub-Portfolios. It will supply reusable service components to enable
a Service Oriented Architecture in pursuit of agility, interoperability and cost
efficiency. The Chief Technology Officer Division will develop reference
models and governance arrangements to support this approach
-- Common ICT assets such as data centre facilities, wide area networks,
servers, workplace systems, storage, archival facilities, and systems
that enable ICT operations
-- This will include common ICT services like email or identity management as
well as those associated with business owners like finance and payroll

Prioritise for Effective ICT Spend


Each Sub-Portfolio Committee will be given responsibility for managing priorities and requirements
within their area. Each Sub-Portfolio Committee will consist of a membership of relevant stakeholders
who represent the voice of the customer. The governance structure and Sub-Portfolio Committee
membership is outlined in Figure Two. It is expected this membership will be refined throughout the course
of implementation.

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Figure Three: ICT Portfolio Governance Structure

Defence Information and Communication


Technology Committee
DICTC

Intelligence Sub Portfolio Committee

Military Sub Portfolio Committee

Corporate Sub Portfolio Committee

ISPC

MSPC

CSPC

Optimise Project and Operations Efficiency


Defence will introduce mechanisms to ensure ICT resources and efforts are directed towards the priorities
determined by the DICTC. This will include formalised practices and processes to:
-- measure the time, budget and resources spent on ICT capability
-- drive and monitor ongoing efficiency improvements
-- ensure agreed priorities are delivered within scope, on time and under budget to meet required
business outcomes
In keeping with Defences adoption of Lean business practice core business processes will be examined
with a view to eliminating unnecessary work, reducing the number of low value-adding tasks, and
streamlining and automating workflows where possible. This will include increasing the use of shared
services in areas such as payroll, HR, procurement and financial services. Defence will also adopt the
Information Technology Infrastructure Library (ITIL) framework to streamline its processes in line with
industry best practice.

Harmonise with Whole-of-government Initiatives


Defence will leverage off and align to other initiatives across government that shape ICT capability.
Defences formal response to the Gershon Review of whole-of-government ICT outlines more detailed
initiatives that will be undertaken as part of this strategy. Examples include the conversion of many
professional service provider positions to Australian Public Service positions and Defences alignment with
Gershons recommended governance structures.

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Defence Information and Communication Technology Strategy 2009

Key Benefits
This strategic imperative will:
-----

Remedy the existing fragmented approach to Defences $1.2 billion annual ICT expenditure
Manage demand by taking a portfolio management approach to ICT investment
Establish appropriate governance mechanisms to make it possible for Defence to make enterprisewide decisions on where ICT investment will yield the highest return
Ensure adequate ICT investment in corporate and infrastructure services which are areas in need of
attention due to previous underinvestment

Through the Sub-Portfolio Committees, Defence will be equipped with a stakeholder led approach to
prioritising ICT, helping Defence direct ICT resources towards business priorities.

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Defence Information and Communication Technology Strategy 2009

Strategic Imperative Two:


Closer Stakeholder Engagement
and Alignment
Strategic Imperative Two will enhance communication between Defences ICT capability providers and end
users. It will also increase awareness of the ICT services required and consumed across Defence.
With this imperative, Defence is migrating to a stakeholder-aligned organisation model designed to improve
understanding of stakeholder business needs, and improve engagement and collaboration, especially in
regard to problem-solving.
...migrating to a stakeholder-aligned organisation model to
improve understanding of stakeholder business needs
This imperative will be addressed using five elements:
------

Improve alignment between stakeholder needs and ICT capabilities


Align ICT organisation with stakeholders
Become easier to work with
Design solutions collaboratively with stakeholders
Implement Defence-wide ICT Governance

Improve Alignment Between Stakeholder Needs and ICT Capabilities


A stakeholder engagement team (SET) has been assigned to each of the Sub-Portfolios and is responsible
for translating the priorities and requirements raised by stakeholders into business requests. The SETs
will improve relationships with stakeholders through a strong end-user focus in the planning, delivery and
operations areas of Defence ICT.
The SETs will leverage appropriate expertise to identify ICT solutions that allow for functional, technical,
resource and timing factors while meeting the end-user needs. The SETs will seek to leverage existing
capability where appropriate to minimise duplication. The structure and roles of the SETs are outlined below:
--

Account Executive: responsible for oversight of all activities within the respective Sub Portfolio
-- SET Desk Officers: working to the Account Executive the SET Desk Officers are
responsible for engagement with stakeholders and for dealing with the prioritisation and
progression of ICT outcomes

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23

--

Enterprise Architect: ensures all activities utilise current capabilities, conform, where applicable, to
the Enterprise Architecture, and ensure the Sub-Portfolio can leverage emerging technology
Development Executive: responsible for overseeing all enterprise wide development activities,
raising solutions to off-track projects, and ensuring development effort for all options being assessed
is understood; and for providing a communication channel between projects and stakeholders to
maximise understanding by all parties of delivery related issues, constraints and priorities
Service Executive: responsible for overseeing delivery of all standard ICT services within the
respective Sub-Portfolios and ensuring the impact to Defence ICT of new requirements being
considered is understood

--

--

Figure Four: Stakeholder Engagement Team Diamond Structure

----

Enterprise Architect
Accountable for ensuring the group projects
and infrastructure are aligned to architecture
standards and policies
Subject matter expert in the key business
processes and systems within relevant
stakeholder group
Assists the Account Executive in the
consideration and progression of stakeholder
business requirements.

-----

Account Executive
Act as the front door for all ICT matters for
respective sub portfolio
Accountable for the delivery of ICT services
and ICT projects for relevant stakeholders
Manage the Stakeholder Engagement Team
Works with the other Account Executives
to manage the execution and costs of ICT
projects or services which span stakeholder
groups e.g. a personnel system for ADF staff

Account
Executive
Enterprise
Architect

Development
Executive
Service
Executive

-----

Service Executive
Manage the service lifecycle, service levels and
planning around demand for services from the
relevant stakeholder group
Represents stakeholders and stakeholder
initiated projects in service/operational decision
making processes
Advocate the use of standard ICT services to
stakeholder groups
Assists the Account Executive in the
consideration and progression of stakeholder
business requirements.

----

Development Executive
Liaison with stakeholder groups as the
interface between ICT project managers and
stakeholder
Tightly aligned to the PMO to enable the
delivery of projects
Assists the Account Executive in the
consideration and progression of stakeholder
business requirements.

Each SET will be responsible for overseeing all ICT activities within its Sub-Portfolio. This includes:
------

24

Maintaining an understanding of all proposed or scheduled projects


Coordinating development of solution options to meet emerging stakeholder needs
Facilitating the identification and implementation of enterprise wide solutions
Overseeing development, operations and maintenance activities; and
Assisting the Sub-Portfolio in prioritising requirements

Defence Information and Communication Technology Strategy 2009

Portfolio Management Office


The Portfolio Management Office (PMO) will provide administrative and process support to enable visibility
and prioritisation of ICT business requests submitted through the SETs, thereby providing an aggregate
view of Defences ICT Work Plan. This Work Plan will be reviewed by ICT providers and stakeholders,
including the Sub-Portfolio Committees and the DICTC to ensure transparency and to ensure stakeholderled priority setting. The relationship between the SETs and the PMO is outlined in Figure Five.
Figure Five: Portfolio Management Office and Stakeholder Engagement Teams

----

SET
Responsible for all stakeholder engagement
In partnership with stakeholders, develop
needs and business requirements
Develop business requests according to
documentation mandated by PMO

Single
Business
Request

-----

PMO
Aggregate business requests for all projects
within each sub portfolio
Score and rank projects within sub portfolio
Analyse sub portfolio impact and support SPC
Analyse impact of business requests and projects
across the portfolio and report to DICTC

Multiple
Business
Requests

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25

Aligning ICT Organisation with Stakeholders


The section below includes an explanation of the organisational model which Defence will use to plan,
build, run and govern its ICT capability. The model brings together many of the themes and concepts
discussed above, including portfolio management, Sub-Portfolios, SETs, PMO and the DICTC. Defences
ICT Organisational Model is illustrated in Figure Six.
Figure Six: ICT Organisational Model

Secretary/CDF (via DICTC)

Infrastructure Portfolio
ICT Investment Sub
Portfolios managed
by stakeholders,
coordinated by Chief
Operating Office

Intelligence

Military

Corporate

Intelligence
IS&IP

Military
VCDF, CJOPS, Navy,
Army, Air Force

Corporate
Sec, PS&P, DMO, DSG,
SG, DSTO, CFO

CIO
J6

Business &
Engagement
CTO

Development
Division ITSA
Operations
Division

COO

ITSA

26

J6

Business &
Engagement

Business &
Engagement

(ICT Strategy, Enterprise Architecture,


Policy and Standards)

Defence Communities of Practice

(Requirement, Solution, Architecture, Development,


Testing, Project Delivery, Information Assurance)

Defence Communities of Practice

(ICT Service Management


ICT Service Development)

Defence Communities of Practice

Office of CIO, International Relations, Whole-of-government Relations, Portfolio Management Office,


Governance, Communication, Performance Monitoring, Compliance, Reporting, HR, Quality, Finance,
ICT Sourcing, Risk Management

Information Technology Security Advisor

J6 Strategic J6 Roles

Defence Information and Communication Technology Strategy 2009

Stakeholder Engagement Teams

Organisational Model Explained


The horizontal bars in Figure Six illustrate all Defence ICT resources and capabilities aligning to a plan,
build, run or govern role. This model does not suggest that all Defence ICT resources will physically migrate
to CIO group. This is a whole-of-Defence model and although some restructuring will occur the scale
and complexity of Defence ICT is too great to consolidate into one group. Greater detail is outlined under
Defences SRP and examples include the Fleet Information System Support Organisation role of the Navy
migrating to CIO, and internal consolidation of I&Ss intelligence capability.
The model reinforces key Defence Management Review (DMR) and Defence Business Model principles
such as the CIO performing the Coordinating Capability Manager role for ICT and having single technical
authority over Defences entire ICT environment. More detail on how this will be achieved is covered under
Strategic Imperative Three.
The vertical bars illustrate the Intelligence, Military and Corporate Sub-Portfolios. Business requirements
will be prioritised and agreed at the DICTC across the whole Defence ICT portfolio. The requirements of
each Sub-Portfolio will be converted into business requests by the SETs.
The Infrastructure portfolio, representing the needs common to all areas of Defence (e.g. network and
storage capacity) will largely be guided by an enterprise architectural plan managed by the CIO as part of
the capability manager and single technical authority obligations.
Stakeholder business requests will be prioritised and consolidated into an enterprise ICT Work Plan by the
PMO. All of Defences ICT resources with ICT plan, build, run and govern roles will ultimately align to this
Work Plan which will be aligned to Defences business objectives.

Become Easier to Work With


Future state Defence ICT will realign processes, especially around help desk and service support, to ensure
end-user experience is improved. Consolidation and centralisation of ICT services will lead to faster access
to appropriate service desks, more accurate issue escalation, and decreased hold times. Defence will
adopt best-practice frameworks such as the ITIL to assist with these improvements.

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27

Design Solutions Collaboratively with Stakeholders


The majority of this strategy will be achieved through standing up the Intelligence, Military, and Corporate
SETs to ensure solutions are provided for stakeholders needs. The Sub-Portfolio Committees will provide
the mechanism for raising and prioritising work within the Sub-Portfolios and for ensuring requirements
align to business needs. The Sub-Portfolios will also be an integral part of a more efficient approach to
the delivery of ICT projects. An enterprise solutions approach will see collaboration across Defence in the
definition and analysis of capability requirements within a common framework. This will provide stronger
oversight and increased accountability during the solution design stage of ICT projects, ensuring the most
appropriate solutions are considered for all ICT investments.
The Infrastructure Sub-Portfolio will cater to the needs of all ICT users by assuring the capacity and
interoperability of new and existing technology through Defences soon to be developed Integrated Defence
Architecture (see also Strategic Imperative Three).

Implement Defence-wide ICT Governance


Successful execution of the proposed strategies relies upon Defence-wide management of the ICT
portfolio. At a strategic level the DICTC provide the strategic and financial governance from a Defence-wide
perspective, adjusting Sub-Portfolio budgets and activities as needed.
Technological and architectural standards (discussed further under Strategic Imperative Three) will provide
opportunities for further cost savings and service effectiveness through standardisation and reuse of
capability. An enterprise-wide architectural committee will be responsible for governance in this arena.
The SETs and Sub-Portfolio Committees provide the mechanism for more effective stakeholder
engagement and provide greater assurance that ICT investment is targeted towards agreed business
needs. The CIO will have overall accountability and single technical authority for Defences ICT capability,
and will apply Defences ICT organisational model to engage and align ICT resources.

28

Defence Information and Communication Technology Strategy 2009

Key Benefits
This strategic imperative will:
---

---

Improve Defences ability to raise and prioritise ICT requirements and facilitate a stakeholder led
approach via the Sub-Portfolio Committees
Ensure stakeholder engagement teams provide the right expertise to generate business requests for
stakeholder requirements, thereby addressing existing shortcomings that have seen ICT providers
defining priorities and ICT users mandating technical solutions instead of the other way around
An ICT enterprise Work Plan will provide greater transparency of Defences priorities and
expenditure, collated by the PMO
Improve visibility of priorities and resource availability to enable better management of demand for
ICT services and products across Defence

Figure Seven: ICT Governance and Direction

Government National Security


Committee

Defence Strategic Reform


Advisory Board

Secretary and
Chief of Defence Force

DepSec Strategic Reform

Defence ICT Committee

ICT Strategic Reform (CIO Chair)

Defence Information
Environment Committee

ICT Architectural Committee

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29

30

Defence Information and Communication Technology Strategy 2009

Strategic Imperative Three:


Provide Agreed, Priority Solutions
Strategic Imperative Three will encourage the development and use of common and standardised
services, reduce duplication of technology investments and deliver solutions which meet prioritised
business requirements.
...encourages the development and use of common and
standardised services
Achieving Strategic Imperative Three relies upon delivering five strategic elements:
------

Stabilise and secure ICT


Consolidate, standardise and optimise ICT
Address new ICT requirements
Leverage emerging technologies to address new business needs
Create and adopt an Enterprise Architecture

Stabilise and Secure ICT


Stabilising and securing ICT will assure the availability of services and increase the stability of Defences ICT
at both fixed and deployed locations.
Through a single interface Defence will secure its Information Environment and deliver authorised users
access to the information and services they need. It will enable secure collaboration among allies
and coalition partners, delivering a highly available network to support prioritised operations and instil
confidence in the ability to synchronise information and make strategic decisions.
Defence will also secure its ICT by:
---------

Providing updated security policy, procedures and plans


Providing training for staff in security-related roles
Developing the security layer of the Integrated Defence Architecture (IDA, see Figure Eight)
Introducing an effective security risk management system
Maintaining regular updates to security threat and risk assessments
Conducting strengthened certification and accreditation
Remediating the current non-compliances with mandatory requirements of ACSI-33 and the
Defence Security Manual
Investing in Computer Network Defence capabilities

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31

Consolidate, Standardise and Optimise ICT


Consolidating, standardising and optimising ICT will reduce the complexity and duplication within the
Defence Information Environment whilst also increasing the efficiency and effectiveness of Defences ICT
capabilities and services.
Defence will seek to standardise its ICT infrastructure investments through virtualisation, rationalisation of
the application portfolio and through the standardisation of supported technology and product platforms.
The IDA will assist in driving the standardisation of ICT within Intelligence, Military, Corporate and
Infrastructure portfolios. Defence will also focus on the consolidation of data centres and associated
infrastructure in the short-term.
These efforts will be consistent with the whole-of-government approach for data centre requirements over
the next 10 to 15 years which will also take into account key factors such as disaster recovery, growth in
space requirements and geographic location.

Addressing New ICT Requirements


New ICT requirements will be addressed through regular communication and engagement by the newly
formed stakeholder engagement teams as discussed in Strategic Imperative Two.
This approach will ensure that new ICT requirements will be captured and aligned with the existing
capabilities and design of the IDA. The IDA will also support the incorporation of new ICT requirements
through its flexibility and adaptability. This will be achieved through the IDAs service-oriented architecture
backbone and by adherence to the following key design principles:
1. Integrated architecture: Connection and integration of Defences various operating models and
business domains and ICT alignment through an enterprise architecture supporting Intelligence,
Military, Corporate and Infrastructure portfolios
2. Information as an enterprise asset: Support the management of information and data to
enable effective decision making, collaboration and interoperability ensuring reliability, integrity
and trust worthiness
3. Business service-orientation: Flexibility and modularity to cope with evolving business needs
and support efficient delivery of business services which are either common across the enterprise,
standardised within one or more portfolios, or specialised within a specific portfolio or domain as
described in the NCW Roadmap 2009 (Fig 3-1 NCW milestones and the domain construct).
4. Effective return-on-investment of ICT: Enable effective investment and management of ICT
by capturing and realising the business value of ICT and linking these to Defences strategic
business outcomes
Through this approach Defence will also be able to respond to new ICT requirements such as Green-IT.
This mechanism will ensure that Defence can align with a future whole-of-government ICT sustainability
plan to better manage the carbon footprint of government ICT activities.

32

Defence Information and Communication Technology Strategy 2009

Leverage Emerging Technologies to Address New Business Needs


Defence will leverage and embrace emerging technologies to address new business needs through the
development of strategic technology roadmaps and through the adoption of prudent technology lifecycle
management practices.

Create and Adopt an Enterprise Architecture


The creation and adoption of an enterprise architecture is the foundation of Strategic Imperative Three. The
IDA has been developed as a means for Defence to guide and align future investment decisions and for the
strategic planning of information technology and systems. The IDA, illustrated in Figure Eight, provides:
1. A conceptual view of the future state or target architecture for the Defence enterprise
2. A common medium for communication and planning between Defence business and ICT
3. Multiple perspectives of the Defence enterprise including performance, business, services, data
and technology
4. Relationships and dependencies both horizontally (i.e. within a single perspective of the architecture
- what data is shared or self-contained) and vertically (i.e. across multiple perspectives of the
architecture - what business functions and processes are supported by what systems/services)
5. Key insight to enable strategic decisions and planning

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33

Figure Eight: An Illustrative view of the Integrated Defence Architecture (IDA)

Performance Layer

Business
Layer

Services Layer

Data Layer

Technology
Layer

Defence will seek to review and frame the major programs in the Defence Capability Plan that either impact
or rely on ICT in order to provide strategic direction, guidance and alignment. Defence will focus initially on
the design and delivery of the following three high priority architecture improvement initiatives:
1. Building and delivering the target architecture or IDA
2. Integrating, securing and enhancing the network
3. Managing information as an asset

34

Defence Information and Communication Technology Strategy 2009

The CIO will oversee the design of the IDA and has established a Chief Technology Officer (CTO) Division
to drive stewardship and direction of the IDA. Creating an effective CTO organisation within Defence ICT
provides a basis for setting the overall architectural direction of the IDA to align strategic decisions and
ensures that ICT needs and enterprise challenges across Defence are considered holistically as discussed
in Figure Nine.
Figure Nine: CTO Support to Address Current-state Enterprise Challenges

Enterprise Challenges
-------------

Stove-piped processes and IT solutions


Highly complex system of applications,
hardware platforms, and operating systems
Unwanted redundancy in applications and data
to support the business
High acquisition costs and risks associated
with new systems development and technology
Inability to associate IT costs with services to
the Defence units or stakeholders
Defence units unaware of available services
Multiple, often inconsistent data sources
Uncertain business ownership of IT assets
Limited ability to implement systems
rationalisation or take other efficiency-creating
actions
Defence units uncertain of how to initiate or
follow IT projects
Lack of communication between Defence
and IT
Gaps in technology support to Defence

CTO Support to Address Challenges


---

--------

Establishes a line of sight of the contribution


of IT to mission and program performance
Facilitates the identification of consolidation
opportunities around common or similar
performance objectives, Defence functions,
and data and information
Creates a common language and library for
discussing Defence and IT
Provided insight into available IT assets, how
much they cost, and who is using them
Provides a blueprint to support the acquisition
or development of future IT systems
Formulates and applies enterprise-wide IT
standards and processes
Provides accurate data for IT investment,
capital allocation, and other governance
decisions
Installs technology roadmap as framework for
future application requirements
Enables business-driven approach to IT
decision making

The establishment of the CTO Division is a key enabler to Defences CIO maintaining single technical
authority. The IDA is the mechanism that will be used to plan for and capture the key technical decisions
that impact Defences ICT capability.

Enterprise Solutions
Defence will adopt an enterprise-solutions approach to the planning and delivery of ICT projects. This will
help Defence to dramatically improve the quality, throughput and economic performance of ICT programs
and operations. The Chief Information Officer has established a Defence ICT Enterprise Solutions Branch to
be a centre of excellence within the following areas.
1. The translation of business needs into a standard set of specifications that define functional and
non functional requirements.
2. Assessment of specifications that define the most efficient and effective ICT solution available to
Defence. Solution options will include both the procurement of new systems and, importantly, the
maximum utilisation of existing technologies regardless of origin. Solutions will also be based on
transparency of whole-of-life cost and support issues.

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35

3. Defence will develop and maintain operating procedures to effectively manage the solution integrity
during the complete delivery cycle, ensuring alignment to business needs are maintained through
traceable change management practices.

Key Benefits
The specific benefits delivered through Strategic Imperative Three include:
-------

36

improved agility of solution delivery across both fixed and deployed locations
minimised duplication of platforms and systems through consolidation, resulting in cost-savings and
efficiency gains
clarity on how things work and mission criticality of business processes, improving business
continuity and operational resilience
improved ICT capability through the delivery of common and standardised services across the
Defence enterprise
improved interoperability across Defence and with key allied and coalition partners, industry and
whole-of-government
more effective ICT investment decisions, program planning and delivery and business-ICT alignment

Defence Information and Communication Technology Strategy 2009

Strategic Imperative Four:


Strengthen ICT Capability
Strategic Imperative Four will strengthen the organisations culture, skills, processes and practices to
support development of ICT capability.
...strengthening the organisations culture, skills, processes
This is achieved through the following six strategic elements:
-------

Energise the culture


Strengthen ICT leadership
Improve processes and tools
Professionalise the workforce
Leverage vendors and sourcing
Leverage scale and effective resource planning and management

Energise the Culture


To successfully execute the ICT strategy, Defence ICT will need to develop a stakeholder-focused culture
underpinned by effective communication. To address this need, Defence ICT will implement a people
change program that focuses on the core components illustrated in Figure 10.
Figure 10: People Change Approach

HR Process Alignment
HR processes formally reinforcing new ways of
being

Defence ICT People Change

Leadership Alignment
Executive Team and all Defence ICT Leaders
supported through leadership alignment and
modelling new behaviours

Behaviour Change Across Defence ICT


Behaviour change cascades from Defence ICT
Leaders across all Defence ICT

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37

Defence ICT will place an emphasis on three components of HR:


----

Recruitment/assessment and selection


Performance management
Learning, development and retention

Strengthen ICT Leadership


Defence will develop a leadership team that is empowered to deliver the strategic imperatives essential to
build ICT capability across the whole-of-Defence. Figure 11 illustrates that ICT capability has direct links to
leadership, strategic imperatives and the ICT community.
As captured in Defences ICT organisation model, many key positions are crucial to the future state of
Defences ICT. Examples include the DICTC, Sub-Portfolio Committees, SETs and leaders in the plan,
build, run and govern space. Defence is committed to providing capable and accountable leadership in
these positions to drive progress.
Figure 11: Factors to Strengthen ICT Leadership

Leadership

ICT Capability

Strategic
Imperatives

38

Defence Information and Communication Technology Strategy 2009

Defence-wide ICT
Community

Improve Processes and Tools


Defence will implement a new process to support governance of ICT projects. This process will allow faster
approvals of projects, where cost, risk and complexity do not preclude this. Specific process improvements
will include, but not be limited to:
-----

The development of faster and more agile ICT investment processes that are more responsive to
the short timeframes for ICT platforms
Improved project prioritisation and approval processes based on Sub-Portfolios that allow business
stakeholders to drive prioritisation decisions
An annual Sub-Portfolio planning process that establishes a forward plan of project activity to align
ICT plans with business demand and support more effective operation of ICT
Consistently implementing delivery process improvement frameworks and standardisation of project
delivery methodology

Moving to a Shared-Services Model


Defence will make the necessary ICT investments required to deliver the centralisation and standardisation
of ICT service delivery and a continuation of the move to shared services. This will achieve operating
efficiencies in support of future capability requirements.
The shared services model is expected to encompass reform to the delivery of services such as:
--------

Communication services
Hosting and data services
Network services
Client devices
ICT user support
Application services
Database services

Professionalise the Workforce


Defence has a substantial ICT workforce and needs to continually attract and retain skilled staff. One key
driver of job satisfaction for ICT professionals is professional career progression and growth in ICT skills.
Defence will establish communities of practice to drive a focus on professional career progression and skills
growth and to provide a stronger alternative to the existing managerial career progression options.
Through communities of practice, Defence ICT will drive a greater consistency in functional skills sets
across Defence ICT and propagate widespread use of leading practices. Further, the communities
will establish standard approaches for skill development, certification and professional development.
Professional networks are fostered through greater awareness of other peer professionals, visibility of
innovation, and an understanding of current issues faced by other professionals.

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39

Workforce Planning
ICT workforce planning across Defence will be consolidated. Changes introduced as part of the ICT reform
program will deliver improved Defence ICT career-path management and workforce planning. In particular,
it will optimise the workforce profile mix between APS, ADF and contractors.
Taking a whole-of-Defence approach to the management of ICT personnel will also deliver to Defence the
flexibility to reassign this valuable resource across the portfolio as our ICT priorities change.
Figure 12: Communities of Practice
Non Exhaustive
Strategy & architecture
Solution design
Application development
Testing & assurance
Project management &
introduction into service
Service operations &
maintenance

-----

Information architecture
Solution architecture
Integration architecture
Security architecture

---------

Business analyst
SOA
Java
Microsoft
SAP
Peoplesoft
Project management
Testing/QA

--

System administration - Wintel

---

Network engineering
Infrastructure performance &
availability
Security management

-Staff can participate


in more than one
community but
must be aligned to a
primary practice

40

Community of Practice Leader


Responsibilities
Training programs, certification

Skills models and career-pathways

Sharing of best practice & innovation

Standardisation of practice

Support staff assignment process

Support for hiring & contracting

Finer grained communities

Defence Information and Communication Technology Strategy 2009

Community of Practice

Leverage Vendors and Sourcing


Defence ICT is a major consumer of ICT goods and services and this scale as a consumer is a lever that
is currently under utilised. To drive improved sourcing outcomes and better leverage the capability of
ICT vendors, Defence will implement a Procurement Centre of Excellence. The Procurement Centre of
Excellence will have a remit to establish strong common ICT procurement processes and deliver improved
outcomes from sourcing activity.
The Procurement Centre of Excellence will complete the ICT Sourcing Strategy which will include:
-------

Identification and classification of contract related costs associated with the delivery of ICT services
A review of service delivery costs and sourcing models against industry and whole-of-government
metrics to define the sourcing opportunities within the Defence ICT value chain
Establishing strategic ICT sourcing principles that are linked to stakeholder needs and Defences
ICT strategy to guide the sourcing strategy
Definition of a technology bundling strategy based on the ICT sourcing principles, overall
procurement cost, vendor specialisation and economies of scale
Linkage of the Defence ICT sourcing strategy with whole-of-government initiatives
Continued development of the internal sourcing communication strategy to increase knowledge of
ICT procurement guidelines and policies among all staff involved in Defence ICT procurement

Defence will rationalise the vendor set to establish a manageable set of vendors involving fewer but more
strategic partnerships. Current contract management within Defence ICT can be characterised as being
focused on inputs. Defence will focus contract management on the delivery of business outcomes.
This function will review and improve contracts to ensure they are strongly performance-oriented with
enforceable legal clauses. There will be a preference for milestone-based payment models. Further, vendors
will be held accountable for delivery of outcomes by establishing risk sharing arrangement where appropriate.

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41

Figure 13: ICT Technology Bundling Strategy

Deployed
operations

Internet

Distributed Computing
Service desk

Local server rooms

Base and office


locations

mobile
services

DRN
DSN

file & print application


servers

end user
DTSN

Regional server rooms

printers

file & print application


servers

Tactical
interface
Encryptors routers

Gateway

Encryptors routers
Encryptors routers

Satellite
terminal

Commercial

storage

C, Ku & L
UHF Satellite

WGS Satellite

DWACN

PABX

storage midframe mainframe

Applications

Application
servers

Terrestrial
Communications

Centralised Data Centre

Deployed - fixed

MFDs
phones

Specialist
Communications

Network
Operations
Centre

Intelligence
links

Coalition

High Frequency Mode

PSTN

Centralised

Processing

Effective Resource Planning and Management


Defence has one of the largest ICT workforces in Australia but can currently be characterised as operating
as many small ICT workforces. Defence can improve ICT outcomes and strengthen ICT capabilities
by leveraging the scale of the Defence ICT workforce. Defence will establish an effective resource
management system that provides visibility of ICT staff, staff availability and staff skills.
There is a strategic risk for Defence ICT centred on access to the right ICT staff within the Canberra
market. To address this, Defence will establish an ICT Regionalisation Program. This ICT Regionalisation
Program will establish one or more ICT project delivery, operations and/or maintenance facilities outside of
the Canberra ICT skills market.

42

Defence Information and Communication Technology Strategy 2009

ADF members, who have communication and CIS responsibilities, represent a key ICT resource. Defence
must refine and formalise the ongoing training and integration of ADF members into ICT communities of
practice. This integration should include supporting their participation in skills management processes, their
involvement in the ICT Regionalisation Program and their participation in ICT professionalism initiatives.

Key Benefits
The specific benefits delivered through Strategic Imperative Four include:
----

Improved focus on a culture of effective stakeholder engagement and delivery of services


Clarity of expectations of role and responsibilities in relation to delivery of ICT capability consistent
with organisational priorities and expectations
Improved delivery of professional, effective and efficient ICT services, consistent with identified
better practice and industry standards, to Defence

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43

44

Defence Information and Communication Technology Strategy 2009

Outcomes and Benefits of this Strategy


This ICT Strategy will improve efficiency and effectiveness within Defences ICT portfolio. In doing so, it will
help Defence achieve its mission of defending Australia and its interests. The ICT Strategy will enhance ICT
capabilities and drive the following five outcomes to address Defences business needs.

Greater ICT Scalability, Flexibility and Adaptability


Defence will increase its ICT capability to support a growing number of simultaneous operations. Defence
will improve its flexibility to support operations in which force composition may not be known in advance.
This will be achieved through enhanced information management and via the stakeholder engagement
teams and their ability to facilitate improved decision-making regarding ICT requirements.
Defence will improve access to, and delivery of, ICT services for ADF operations conducted in areas with
no fixed infrastructure. Defence will also enable ICT support for increasing numbers of non-Defence staff in
operational areas through its deployed architecture pattern as part of the Integrated Defence Architecture
(IDA) and its strengthened ICT support capability.

Improved Information Speed and Accuracy


Defence will improve the speed of access to information across all internal sources including the extended
enterprise (i.e. allies, coalition partners and whole-of-government) via its information management strategy
and through its managing information as an asset architecture improvement initiative. The integrating,
securing and enhancing the network architecture initiative will further enhance collaboration and
information connectivity.
Defence will implement more rigorous ICT service management such as ICT asset, configuration, capacity
and demand management; and service measurement processes. This will provide the baseline from which
to make the investments needed to manage a significant increase in the coverage of the battle-space
(visual, radio frequency, infra-red, radar, etc.) and to move to an increased focus on real-time data (i.e.,
sensor to shooter).

Continued Technological Capability Edge


Defence will maintain a technological capability edge over its adversaries through enhanced computer and
network capabilities, and by integrating, securing and enhancing the network architecture, with a focus on
information assurance, confidentiality, integrity and availability of Defences information and infrastructure.
Defence will also maintain a capability advantage in traditional areas such as sensors, combat systems,
communications, unmanned vehicles, etc. as well as emerging areas such as telemedicine and simulation.

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45

Enhanced Interoperability
Defence will build its ICT interoperability capabilities to support inter-agency collaboration and engagement
with coalition partners in conducting operations.
Through the IDA, Defence will foster the use of common and standardised business services and will
reduce duplication and proliferation of ICT investments throughout the environment.

Improved Business Support


ICT support to Defence business will be improved by holistically managing the ICT environment. The
process standardisation initiatives and tools will deliver clear processes for executing ICT work, including
management of the ICT portfolio as a whole.
The establishment of stakeholder engagement teams, demand planning, customer feedback mechanisms,
customer experience measurement tools will provide better engagement with Defence stakeholders, an
increased focus on customer satisfaction in ICT, key performance indicators, and a single service desk
process and tool set will improve business support.

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Defence Information and Communication Technology Strategy 2009

Implementing our ICT Strategy


All strategies are only as valuable as their translation into action. A significant portion of this strategy will be
implemented within two to three years via multiple parallel programs. Some programs will persist beyond
that time; developing and improving the delivery of ICT capabilities.
It is important to recognise that the ICT initiatives outlined in this strategy will be implemented and
prioritised as components of the Defence SRP. These ICT initiatives cannot be delivered in isolation and will
be sequenced to enable Defence business process reform.
Implementation of this strategy will need significant Defence-wide collaboration to ensure the new
organisation structure both aligns to stakeholder needs and allows the CIO to act as the Coordinating
Capability Manager for all ICT in Defence.
An important premise of this strategy is that existing ICT resources and projects will be used to the
maximum extent possible, reducing both costs and reliance upon external providers.
Several critical deliverables will be implemented over the short term. These include:
----

Standing up the SETs to help prioritise requirements


Standing up the new matrix organisation structure to support the SETs
Deploying the refined portfolio management process to manage the approval, and monitor the
delivery and ongoing sustainment of ICT capabilities

A strong and rigorous governance structure will help support, monitor and manage the implementation.
The Defence Executive, under new governance arrangements (see ICT Governance and Direction, Figure
Seven) will continue to monitor and assess risks as they are identified.
An external review committee will also monitor implementation of reform under the wider Defence SRP. The
Defence Strategic Reform Advisory Board will report to the Minister for Defence quarterly, who will in turn
report to the National Security Committee of Cabinet annually on progress of Defence reforms. The key
function of the Board will be to provide advice on how the reforms should be implemented, and assist in
ensuring the reforms are being implemented in the way intended by government.

ICT Reform Program


The Defence ICT Reform Program will be the principle vehicle for the management and delivery of the
Defence ICT Strategy. The ICT Reform Program will build an improved DIE and governance framework that
can effectively support Defence war fighting and business reform objectives through to 2030.

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The key outcomes of the reform program include:


--------

Improved alignment of ICT investment with Defence priorities by adopting a single portfolio of ICT
investments for all parts of Defence
Reducing the high business as usual costs through tighter control, new sourcing strategies and
standardising and consolidating ICT assets across all parts of Defence
Implementing faster decision and delivery cycles to reduce costs and time to market
Addressing the long-term underinvestment in ICT infrastructure that has resulted in a significant
proportion of assets being beyond their effective life and mitigating an unacceptable business risk
New investments to enhance our networks and information management capabilities to support
better decision-making across Defence
Consolidating infrastructure to reduce maintenance costs and prepare Defence to reduce its
carbon footprint
Implementing a more responsive stakeholder engagement model

This program will ensure that while ICT continues to meet the immediate needs of the military operations
there is also a dedicated management team focussing on longer-term business reform.

ICT Work Plan


All of the initiatives implemented as part of this strategy will be managed as components of a single
Defence ICT Work Plan under the ICT Reform Stream. The Chief Operating Officer is responsible for
maintaining the Defence ICT Work Plan under the wider governance arrangements outlined earlier in this
strategy and will lead the ICT Reform Program Office.
The following are some of the initiatives that Defence will undertake as part of the implementation of this
ICT strategy. The selected initiatives are categorised according to the Strategic Imperatives of this strategy.

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Defence Information and Communication Technology Strategy 2009

Implementing Strategic Imperative One: Optimise Defence ICT Investment


Initiative: Consolidate Data Centres
The DIE Data Centre Strategy will provide an ICT framework to support the ADFs operational and support
organisations for the next 10 years. To meet the demands of the ADF, the strategy must enable reliable,
flexible and sustained delivery of information services in line with Defences requirements.
The DIE currently supports 200 data centre/server rooms. The cost of supporting these facilities is difficult
to quantify, however it appears Defence has under-estimated, under-resourced and under-planned its data
centre capability in the past. Defence is now addressing this under-investment and developing a coherent
capability able to support both current and expected demand. This is being done cognisant of whole-ofgovernment data centre standardisation efforts.
With a defined data centre strategy and consolidation program the number of facilities can be
reduced considerably.
Initiative: Reduce Time to Market ICT Two Pass Process
This initiative will include a review of the approval processes used for Defence-wide ICT investments with
the aim of introducing an alternative framework to compress decision and delivery cycles. The current
processes through which Defence ICT capability is procured are lengthy and cannot keep pace with the
speed of new technology development, leading to the unacceptable risk of delivering obsolete technology.
The new approvals framework for Defence-wide ICT investments will be modelled on successful
commercial practices and the whole-of-government ICT Two Pass process.
Initiative: Implement a Single Secure Desktop
The Single Desktop Program will de-clutter the desktops of Defence personnel. Currently those personnel
who need to access multiple networks, such as the Restricted network and the Secret network, need
multiple computers on their desk.
This Program will see these units replaced with a single system that provides access to multiple networks
via a solution using a combination of hardware and software. It will result in the introduction of multi-level
information-sharing across security domains.

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Initiative: Develop Defences Enterprise Architecting Capabilities


Developing Defences enterprise architecting capabilities will provide the means for aligning Defence
capability and outputs with Defences strategic drivers. The development of the Defence enterprise
architecting capability will focus on:
-----

Establishing a capable Chief Technology Officer Division


Enhancing the current Defence Architecture Framework (DAF)
Implementing supporting strategic and technical control frameworks
Establishing and maintaining an integrated view of Defences architectural direction to provide
a common medium for communications between the business and ICT whilst guiding strategic
decisions and planning

Initiative: Implementing a Services Oriented Architecture


The implementation of a Defence wide Services Oriented Architecture (SOA) infrastructure will drive
efficiency without compromising effectiveness across Defence by delivering reusable, granular, modular and
interoperable services. This will enable Defence to introduce more centralised and standardised support
services and processes that make greater use of e-business solutions built on a SOA infrastructure.
This initiative will deliver the policies, processes, skills, tools and fundamental capabilities for the
implementation of a multi-domain Defence wide SOA infrastructure based on the current Defence
e-Business Infrastructure (DeBI), and Defence Online Services Domain (DOSD).
Initiative: DIE Simulation and Modelling
Simulation and modelling can help to drive down costs, reduce risk and enhance capability. Defence will
make greater use of simulation for these reasons; the architecture of the future DIE will support this. In
addition, modelling and simulation will increasingly be applied to the management of Defence ICT.
Initiative: Centralised Services - Deliver Distributed Computing
The Central Services Program will improve the management of those services that can be delivered
remotely from a central location over the Defence Restricted, Defence Secret and Defence Top Secret
networks. This includes service desk services, and managing and monitoring of hardware and deployment
of software updates.

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Defence Information and Communication Technology Strategy 2009

Implementing Strategic Imperative Two: Closer Stakeholder Engagement & Alignment


Initiative: New Stakeholder Engagement Model
CIO is establishing SETs to improve interaction with Services and Groups. Three SETs: Intelligence, Military
and Corporate will work across the portfolios. Infrastructure will be handled as a separate portfolio of
activity by the CIO Chief Technology Officer.
CIO is also working with Services and Groups to facilitate and improve their ability to prioritise ICT
requirements via their respective ICT group points of contact and the soon to be established ICT SubPortfolio Committees.
Initiative: Improved Sharing and Access to Services with Key Allies
The Interoperability Improvement Plan aims to improve connectivity and information sharing that supports
the planning and conduct of combined operations and Defence business activities.
Initiative: Specialist Business Solutions Design Capability
This function will provide a more integrated and interoperable solutions-design capability with faster
decision cycles. This will ensure that technical solutions meet the user requirements as defined by the SETs
and supporting business cases.

Implementing Strategic Imperative Three: Provide Agreed, Priority Solutions


Initiative: Information Management
Effective information management will provide a competitive advantage in situational awareness, rapid
decision making and the precise application of force over our adversaries. In addition, effective information
management will ensure that costs associated with military capability are reduced by eliminating stovepiping of information and ensuring that the principle of need to share (within security constraints)
becomes pervasive.
This initiative will provide the ability to support the entire information management life cycle. This will
be achieved by developing and implementing information management processes, policies, skills,
technologies and procedures Defence wide.

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Initiative: Deliver Unified Communications


Unified Communications (UC) includes such capabilities as instant text messaging, voice calls, video calls,
application sharing, presence, and call recording using a common platform.
The Defence Secret Network Unified Communications (DSN UC) Project will deliver the primary means by
which users within the DSN will electronically communicate via voice. The DSN UC Project will be capable
of scaling to meet the needs of all DSN users.
Initiative: High Speed Strategic Communications Network (JP 2047)
This initiative will help Defence improve the conduct of operations and the management of its business.
It will deliver a high-speed Defence Strategic Communications Network that will include the wide area
network and base area networks in Australia, as well as links with selected fixed overseas sites, and
interfaces to military communications and external partners.
Initiative: Analysis of Disruptive Technology
Defence will apply its research, intelligence and modelling capabilities to assess the ICT capability risks and
opportunities of potentially disruptive technologies - and use these assessments in support of strategic
and architectural decision making. The Chief Technology Officer Division will include a technology futures
function to provide coordination.

Implementing Strategic Imperative Four: Strengthen ICT Capability


Initiative: Sourcing Strategy
Although most of CIOs ICT spend is external, it is not strategically managed:
----

85 per cent of expenditure is spent on external providers yet sourcing is highly fragmented, and
procurement is decentralised and uncoordinated
Existing contracts focus on inputs rather than end-to-end accountabilities for business outcomes
Sourcing acts as a bottleneck, hindering the delivery of business outcomes

Defence plans to have more strategic relationships with fewer vendors. In doing so Defence will consolidate
infrastructure sourcing into five bundles: distributed computing, centralised processing, terrestrial
communications, specialist communications and applications.
The scope of the ICT sourcing program will deliver new sourcing arrangements that will bundle the delivery
of ICT services so that Defence reaps significant cost savings as well as offering the opportunity to free up
staff from procurement and governance duties.

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Defence Information and Communication Technology Strategy 2009

Initiative: Investing in People


The strategic workforce plan will form the basis for ongoing whole-of-government ICT workforce planning.
It will detail the current capacity and capability of the APS ICT workforce, identify the anticipated changes
in the short to medium term, and outline the shifts in capability and capacity required for the future effective
and efficient achievement of governments priorities. Additionally, the plan will provide broad direction at the
whole-of-government level on how to improve the recruitment, retention and engagement of ICT personnel.
Initiative: IT Service Management
IT Service Management (ITSM) is a discipline for managing IT systems focused on the customers
perspective of ITs contribution to business. ITSM stands in deliberate contrast to technology-centric
approaches to IT management and business interaction.
The ITSM Project within Defence will implement:
------

One corporate set of ICT service management processes for interaction, incident, problem, change
and release management based on ITIL v3 best practices
A central DSN, DRN and Voice self service web portal that allows all users to make their own
requests through the corporate service catalogue and enquire on the status of their requests
One corporate service catalogue that offers all ICT products and services in a logical way, regardless
of which part of the organisation the owning ICT function operates in or is provisioned from
A central DSN, DRN and Voice service desk toolset for use by all ICT service and support groups
operating in these environments
One central DSN, DRN and Voice federated CMDB (Configuration Management Database) that
supports change impact analysis across all ICT assets

The ITSM Project will also decommission all existing DSN and DRN ICT service management toolsets as
each service and support group is transitioned to this new corporate capability.
Initiative: ICT Reform Portfolio Management
The ICT Reform Portfolio Management Office will coordinate, integrate and provide oversight of all ICT
Reform activities. In doing so, it will provide governance and alignment to ensure the delivery and success
of the Defence SRP outcomes.
----

Define the change methodology - aligned with broader SRP


Manage interdependencies between ICT and non-ICT reform streams
Establish and enforce accountabilities especially with respect to delivering on savings targets and
the timing of non-financial outcomes
-- Manage program risks and issues
-- Manage communication and information flows between ICT reform streams and provide the:
-- Single, independent source of truth in form of baselines and target architecture
-- Standardised methodologies
-- Common approach

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Initiative: CIO as Coordinating Capability Manager


The Chief Information Officer has been made accountable for delivering the ICT capabilities required to
support broader Defence SRP, delivering the target ICT operating model and architecture, and achieving
the agreed ICT savings targets as the Coordinating Capability Manager for Defence ICT.
Initiative: Infrastructure Remediation
A program of activity has begun to address the risk posed by the advanced age of the Defence ICT
fleet. This program will replace aging desktops, printers, laptops, monitors as well as PABX and other
network equipment.
It will also include server, storage and backup remediation spread over the next two financial years, as well
as the replacement of all known out-of-warranty switch and router infrastructure.

Enabling Defence Business Reform


In addition to the initiatives listed above, Defence will work collaboratively to introduce new capabilities
such as the automation of procurement, personnel and pay administration, vetting, recruitment, estate
management and management reporting.
Table Two: ICT Reform Timelines
Activity

09-10

Workforce

Diagnostic
transform design

Begin civilianisation &


contractor conversion

Implement lean
business processes

Shared Services

Diagnostic
transform design

Business process redesign


- implement & support

Transformation to efficient &


effective IT enabled processes

Information &
Communications
Technology

Diagnostic
transform design

Optimise value of
Defence ICT provide
agreed priority solutions

Strengthen ICT capability

No or <20% of
mature yearly savings

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10-11

11-12

20-50% of mature
yearly savings

12-13

14-15

50-100% of mature
yearly savings

Defence Information and Communication Technology Strategy 2009

15-16

16-17

17-18

100% of mature
yearly savings

18-19

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Defence Information and Communication Technology Strategy 2009

Glossary, Abbreviations and Acronyms


Table Three: Glossary, Abbreviations and Acronyms
Term/Acronym

Description

ACSI

Australian Communications Security Instruction

ADF

Australian Defence Force

AFP

Australian Federal Police

AGA

Australian Government Architecture

APS

Australian Public Service

ASIO

Australian Security Intelligence Organisation

C2

Command and Control

CA

Chief of Army

CAF

Chief of Air Force

CFO

Chief Finance Officer

CIO

Chief Information Officer

CIS

Communications and Information Systems

CJLOG

Chief Joint Logistics

CJOPS

Chief Joint Operations

CMDB

Configuration Management Database

CMMI

Capability Maturity Model Integration - Process improvement approach

CN

Chief of Navy

COO

Chief Operating Officer

COTS

Commercial off the Shelf

CSPC

Corporate Sub-Portfolio Committee - Committee specific to the Corporate


stakeholder group

CTO

Chief Technology Officer

DAF

Defence Architecture Framework

DeBI

Defence e-Business Infrastructure

DGI&S

Director General Intelligence & Security

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Term/Acronym

Description

DICTC

Defence Information and Communications Technology Committee

DIE

Defence Information Environment

DMO

Defence Material Organisation

DMR

Defence Management Review

DNSA

Defence Network Support Agency

DOSD

Defence Online Services Domain

DRMS

Defence Record Management System

DRN

Defence Restricted Network

DSA

Defence Security Authority

DSG

Defence Support Group

DSN

Defence Secret Network

DSTO

Defence Science and Technology Organisation

DWACN

Defence Wide Area Communications Network

EA

Enterprise Architecture

ERP

Enterprise Resource Planning

ESP

External Service Providers

FASICTD

First Assistant Secretary Information and Communications Technology Development

Force 2030

A Defence strategic priority outlined in the 2009 Defence White Paper

FTE

Full-Time Equivalent

GDP

Gross Domestic Product

Gershon Report

Independent review commissioned by the Department of Finance and


Deregulation of the Australian Governments use of ICT by Sir Peter Gershon

HICTO

Head Information and Communications Technology Operations Division

HR

Human Resources

ICT

Information and Communications Technology

ICT Operations

ICT Operations is the provision of day-to-day technical supervision and


administration of the ICT infrastructure. ICT Operations staff are responsible
for providing a stable, secure ICT infrastructure, maintaining a current and up
to date Operational Documentation Library (ODL), maintaining a log of all
operational events, maintenance of operational monitoring and management
tools, operational scripts and operational procedures such as job scheduling,
backup and restore, and monitoring

Defence Information and Communication Technology Strategy 2009

Term/Acronym

Description

IDA

Integrated Defence Architecture - Future-state enterprise architecture for


Defence

INFSPC

Infrastructure Sub-Portfolio Committee - Committee specific to the


Infrastructure stakeholder group

I&S

Intelligence and Security

ISPC

Intelligence Sub-Portfolio Committee - Committee specific to the Intelligence


stakeholder group

ISR

Intelligence, Surveillance and Reconnaissance

ITIL

Information Technology Infrastructure Library - Framework to manage IT


infrastructure, development and operations

ITSA

Information Technology Security Advisor

ITSM

Information Technology Service Management

J6

Strategic Advisor (Strategic J6) to the Chief of Defence Force and


Commander Joint Operations on communications and information systems
and electromagnetic spectrum.

Maintenance

The processes that maintain the current state of ICT Infrastructure represented
by the existing baseline

MOTS

Military off the Shelf

MSPC

Military Sub-Portfolio Committee - Committee specific to the Military


stakeholder group

NPOC

Net Personnel and Operating Costs - Defined by the net impact a capability
will have on operating costs (i.e. what it will cost to sustain the capability)

PABX

Private Automatic Branch Exchange

PMO

Portfolio Management Office

PRINCE2

Projects in Controlled Environments version 2 - a project management


methodology currently utilised by CIO for delivery of ICT projects

PSP

Professional Service Providers

PSTN

Public Switched Telephone Network

SET

Stakeholder Engagement Team

SG

Strategy Group

SOA

Services Oriented Architecture

SOCAUST

Special Operations Commander Australia

SPC

Sub-Portfolio Committee

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Term/Acronym

Description

SRP

Strategic Reform Program

Sustainment

Sustainment is focused on maintaining the services and infrastructure that


underpin the stakeholders consumption of service

UC

Unified Communications

VCDF

Vice Chief of the Defence Force

WofG

Whole-of-government

Defence Information and Communication Technology Strategy 2009

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DPS: JUL#014-09